strategic pitching - nasssanasssa.com.au/uploads/documents/pitching-venturedorm-2013-2.pdf ·...
TRANSCRIPT
Strategic Pitching
How to make good pitches great
Leila Henderson - Founder, CEO, NewsMaker®
Workshop outline
• Structuring your pitch
• Staging your pitch
• Dealing with nerves
• Being memorable
• Your pitch
Problem
The Solution
Competition
Markets
Advisory Board
Management
Revenue Model
Financials
The Offer
Market Size
Pitch structure example
Credibility/Traction
Close loop
Approx 20% on Story & Solution
25% on Markets, Existing Customers,
Partners
35% on Traction, Execution, Revenue
Model and Barriers to Entry
20% on Team and Financials
Execution Plan
Partners
Customers
*Order of play depends on
your story and stage of growth
Approach 1
Spoon-feed
facts and
figures?
Or use their
imagination…
?
Before you begin
• What’s your end game?
• How much do you want?
• Who will present?
• What process will you use?
Death by Powerpoint
It’s all about them
• Visualise your ideal investor, customer, business
partner…
• Give them… an occupation, an age, a location, a
name….
• Make them the hero… to their family, their
colleagues, the world…
“No one’s
judging
you.” Yeah,
right.
WIIFM
The Setting
• What is the location?
• How many people will be in the room?
• Talk to those that matter, forget the rest
• How will you stage your presentation?
• If possible, rehearse in that room or a
facsimile of that room
Get to the point
“Eight seconds is the average
attention span of an American
adult”
The Elevator Pitch:
• 8 seconds to hook
• 110 seconds to sell
Taglines
Use short sentences and avoid jargon:
Everything should be as simple as possible:
but
no simpler – Albert Einstein
Less is more – Miles Van Der Rohe
Some people don’t get it – Australian
Financial Review
Vision trumps all other senses
• Use words that stimulate the visual
imagination
• If using slides, use more pictures
• Use props if they fit the story
The Rule of Three
The Elephant &
The Rider
Joe’s Story
What drives us
Self preservation
What drives us
Financial gain
What drives us
Love
What drives us
Sexuality
What drives us
Desire for
power and
fame
What drives us
Fear
What drives us
Revenge
What drives us
Freedom of body
and soul
What drives us
Desire to create
and build in
materials and
thought
Story Telling Exercise
What buttons will you push?
• Self preservation
• Financial gain
• Love
• Sexuality
• Desire for power and fame
• Fear
• Revenge
• Freedom of body and soul
• Desire to create, build in material or
thoughts
Reality check
• Great stories even if badly told will move your
audience
• Great telling can improve an average story
• Rehearse till you can drop the script and let your
true feelings shine through
Elevator Pitch
[Customers A] have [Needs / Pains B] that [My
Product/Service C] can solve with [Product /
Service D] that is better than [Existing Products /
Services E] in terms of [Price / Functionalities F].
Our team comprises [Members G] have [Relevant
Skills / IP H] that are difficult for [Potential / Actual
Competitors I] to overcome. We are seeking
[Investment J] that will enable us to capture
[Market Segment K] and achieve [Revenue L] and
[Profitability M] by [Year N] . Investors will [exit O]
by…. The future holds…
Size of market
• How big & where?
• Do you have market
research to prove your
figures?
• Will your product scale?
Total Addressable Market: US Smartphone
users
Ages 12 to 34 who actively consume mobile
internet video
7
2.7
4.4
22.4
8.5
14.1
14M 2012
45M 2015
29-34yrs 18-28yrs 12-17yrs
Market Size Example
Establish your credibility
• Grants & Awards
• Track record of delivery
• Expertise, qualifications, successful exits
• Received ABC certification
• Provisional Patent filed
Note: credibility factors can be dispersed
across Execution, Customers, Management
Is it preferable?
Who are your direct
and indirect
competitors?
What is your
differentiation and
why is it important?
Use a features table
or chart to highlight
barriers to entry
Competitors
Partners
• Revenue share
• Content provider
• Distribution
partner/broker
Targeted
Partners
– 83 companies including:
Customers
• What’s your go-to-market
strategy?
• How will you protect your IP?
• Do you have the right team
behind you or know where and
how to enlist that team?
• Do you have the resources or
know where to find them?
Business Model
• Direct and/or Channel Sales
If Direct, • How many sales people will you need and when? • How long does it take to close a deal? • Who is the key decision maker to whom you need to
sell? (Especially if that differs from the key user)
If Channel, • Who are the partners? • How many are required? • How are the territories divided?
How do you sell?
How will you make money?
Revenue Model
• Licensed Software
• Hosted Solution, Monthly Fee + 2% of all transactions
booked through our system
• We Sell Widgets; Direct and Through a Channel
• Time and Materials
Cost $650
Distributor
$1750
Retailer $2000
Customer $2500
Gross Profit
$1100
Avg Customer Buys
24 Widgets per year
20%
10%
Gross
Margin
>60%
Average Customer is worth
$60,000 in annual Revenue
This is an example for demonstration purposes only
Management Team
• Name, Position –Prior Company, Position (VP or above), Years –Prior Company, Position (VP or above), Years
• Name, Position –Prior Company, Position (VP or above), Years –Prior Company, Position (VP or above), Years
• Name, Position –Prior Company, Position (VP or above), Years –Prior Company, Position (VP or above), Years
• Open positions –VP Sales –Head of QA
Advisory Board
• Name, Area of Expertise – Company, Position (VP or above), Years
– Prior Company, Position (VP or above), Years
• Name, Area of Expertise – Company, Position (VP or above), Years
– Prior Company, Position (VP or above), Years
• Name, Area of Expertise – Company, Position (VP or above), Years
– Prior Company, Position (VP or above), Years
• Name, Area of Expertise – Company, Position (VP or above), Years
– Prior Company, Position (VP or above), Years
Five Year Projections (Millions, US)
Assumptions:
– In 2013, $__ per sale
– In 2013, __customers
– 2013 market share: __
%
– In 2013, __% from new
sales; __% from
recurring
– AU market only
– Does not include future
product extensions
This is an example for demonstration purposes only
Forecast Revenue
Funding requirements
Prior Funding: - $ from founders, $ from outside investors, $ grants
Current Round: - Seeking $1 million ($500,000 raised) - Pre-money valuation: $2 million
Use of Funds:
- Finish v 2.0 Prototype - Launch in xxx market - File patents
Future rounds: - Series B of $X million expected in early 2014 Exit Strategy:
- Acquisition - name possible acquirers - When will investors make money?
• What’s your idea/innovation?
• What problem are you solving?
• How big is the problem?
• ‘Why you?’ Your track record, your
team, your ability to inspire… • How will you protect your IP?
• How will you make money?
• When and how can we make money/exit?
Summary: What investors need
to know
Pitch practice
Dragon’s Den
Worst mistake
How simple can you get?
75% of people eat too much
75% do not have enough
greens in their diet
Processed foods are 80% more
risky to health
Selecting natural foods and
eating in moderation are what
makes people healthy and
keeps them that way.
Haiku ‘In Defense of Food’
Eat food
Not too much
Mostly plants
“People will forget what you said. People will
forget what you did. But people will never
forget how you made them feel.”
-- Maya Angelou, poet, author, actress
